What should I pay attention to when interviewing HR managers as HR colleagues?

I. Preparation before application (not much to say) 1. Resume (concise, focused and true) 2. Open recruitment channels (mainly online recruitment, newspaper publishing and job fairs) 3. Try not to let people in the company see if they are ready to change jobs, or directly and frankly disclose their plans and listen to other people's opinions. I am familiar with recruitment, I should be a professional, even an expert in this field. Second, the recruiter analysis 1, the general recruitment of human resources managers often has the following situations: (1) Direct hiring companies are generally small. Because large companies generally have personnel directors or deputy general managers in charge of personnel work, the division of labor of human resources departments is also relatively fine, such as recruitment manager, performance manager, welfare file manager, training manager and so on. Therefore, the company salary of the recruiter is generally not very high, such as 3000-8000 before tax. (2) The level of human resource manager required by the recruiter generally belongs to "entry level" or "intermediate level" in the occupation, not "advanced level" or "expert level", because experts or higher-level managers are generally obtained through headhunting companies, or directly dig the corner of competitors, and will not take open recruitment. For those professional human resources managers, because of their positions, they know that the most suitable talents are recruited, and the best talents are not always recruited, and they can't stay after being recruited. (3) The former HR manager of the recruiting company probably left for some reasons, such as being unable to be promoted, unable to adapt to the corporate culture, incompatible with the boss, and having a big contradiction with other employees of the company. He hoped for better treatment and salary, thought that the company had no development potential and did not attach importance to himself (the department did not attach importance to it), and the boss was seriously concerned about the small-scale peasant economy, so he was poached by other companies (competitors) and did not like to engage in it. (3) The former HR manager of the recruiting company may be dismissed or fired, which may be due to his own reasons, or the company environment (company culture) or the boss. (4) If the recruiter's company has a long history, its promotion may be problematic. From two aspects, one is that the HR manager of the recruiter may resign because there is no room for promotion. The other is that the external recruitment of the human resources department is a blow to the internal personnel of the human resources department, that is, they would rather have airborne troops than them, blocking the internal promotion channels. Of course, it is also possible that there is no suitable candidate for its internal staff and it needs to be introduced. (5) If the recruitment company is small, it may be because the human resources department has just been established, and only full-time personnel may be responsible for personnel files, mainly engaged in administrative and clerical work. (6) The recruiter company is newly established and needs a lot of manpower. In particular, large companies set up offices and subsidiaries in order to expand their business. (7) The recruiter's human resources management level is low, and even there is no real human resources department, but the labor department and the personnel department have changed their brands. Even large companies are likely to do so, especially those company leaders and bosses who pay attention to human resources and human resources departments, but pay no attention to human resources departments in their hearts and actions. (8) The overall management level of recruiters may be very low, because most companies pay more attention to business and technology and neglect management, and management is only formalism, especially state-owned enterprises. Many people think that management is a soft meal and can be mastered without systematic learning. (9) The competitive advantage of the recruiter's human resources may be weak, especially when the recruiter recruits a large number of middle managers. 2. Analysis of the position of human resource manager needed by the recruiter (1) Many companies' human resources departments are not taken seriously, and the managers of human resources departments are often regarded as the head of a small person by other departments. (2) The manager of human resources department generally belongs to the middle level of the company, and his position can not be ignored, which is related to the competitive advantage of human resources in enterprises and is also the window department (recruitment) of enterprises. (3) The most important qualities possessed by human resource managers are: learning ability, good communication and cooperation ability, enthusiasm, good internal customer awareness, solid theoretical knowledge and practice of human resources, good execution and rigorous work attitude. International companies have higher requirements for English, such as oral examination and writing English job advertisements. (4) The Human Resources Department is a service and auxiliary department, not a line management department. Other departments of the company are internal customers served by the human resources department, and the performance of the human resources department is often the easiest to get from the satisfaction of these internal customers. For those companies that have no corporate culture department, the human resources department also undertakes the responsibility of corporate culture construction and publicity. Therefore, for the manager of human resources department, he is the server of internal customers, the disseminator of corporate culture and the manager of the external window of the enterprise. 3. Analysis of job advertisements released by the recruiter (1) If job advertisements are used, the advertisements generally consist of company profile, position, salary, position requirements and contact information (resume delivery channel). From the recruitment advertisements of the recruiter (especially the company profile), we can basically see some information of the recruiter, such as the company size, the company management level, especially the human resource management level, whether the company attaches importance to human resource management and so on. (2) If the recruitment advertisement of the recruiter is composed of English and Chinese and English, then the company may have higher requirements for English, depending on the job requirements, company business, company nature (foreign capital, private) and other information. Of course, many domestic companies, including large companies, are often "joining in the fun". For example, other people's job advertisements have high requirements for English, so they cannot be low. For many domestic companies, the English level of the HR manager can't be regarded as one of the most important standards to measure him. For example, Haier's personnel director came to his company to apply. Because Haier's personnel director's English level is not high (assuming the situation), does it mean that he is not qualified for this job? In other words, professional recruiters will clearly know what qualities a most suitable human resource manager needs. (3) The qualifications in the advertisement of the recruiter include: educational background, work experience, especially industry experience and relevant post work experience, English requirements (hardware) and employee quality requirements (software). Often you will find recruiters who attach great importance to hardware such as MBA, with more than 5 years of work experience, industry experience and other companies' work experience at the same level. In fact, this actually shows a company's concept of employing people, and also reflects the low level of human resources management of these companies, that is, they can only rely on these existing hardware to identify and identify talents at a very low level, and they are unable to build a "competitive platform". For example, many recruiters simply don't know the most important qualification (software) of human resource managers. For a human resources department manager, he should be most proficient in his human resources work (internal customer service), because these things have a lot of similarities in almost any industry, at least the similarity is greater than the difference, not as demanding as those engaged in technical work. Therefore, professional recruiters will look at the software first and then the hardware. Unprofessional recruiters have no idea what kind of people need to be recruited. (4) Advertisements of recruiters often fail to reflect the real benefits they offer, especially those whose salaries are negotiable and benefits are not mentioned. But for recruiting a middle-level human resources department manager, these are all "eye-catching" things. Many companies have high requirements for human resources managers. For example, candidates need to have relevant work experience in the same level and industry. But then again, the same or just a little higher (below 30%) treatment, why do people with strength join? Interestingly, many recruiters often exaggerate, so even if a good HR manager is recruited, he will follow the "323 resignation" rule, that is, 2 weeks, 3 months probation period and 2 years job-hopping period. Iii. Analysis of the whole recruitment process 1. The process of recruiting human resource managers generally includes advertising (submitting resumes), resume screening (contacting candidates for interview), initial trial, second interview and selection of candidates. Some companies also have group discussions, written tests, simulation tests and other links. Interviews may include oral English interviews, written tests may also be professional questions written in English, group discussions may be human resource management cases, and simulation tests may include analyzing practical operations such as performance appraisal. The whole recruitment process itself can reflect the recruiter's human resource management level, and professional human resource managers can certainly find many loopholes and problems. 2. In fact, it is very interesting for the recruiter to recruit the manager of human resources department, because as a professional of the applicant, he is very familiar with the recruitment ("entry-level" is more professional), and ordinary, especially non-professional recruitment methods and interview methods can be said to have no effect at all. This is mainly because this kind of interview in many companies is often controllable for professional human resources department managers, that is, the whole interview is dominated by human resources managers (candidates) from the beginning. To put it bluntly, the whole interview rhythm follows the applicant. 3. The general recruiter will be composed of the company's senior managers and the civilian personnel in the human resources department, but the general recruitment level is very low. Why? Because, if anyone in this company can organize a successful recruitment (especially a professional interview), why not let him be the manager of human resources department and don't need to spend so much money to recruit paratroopers? Of course, there are exceptions, such as the parent company's human resources department helping its subsidiaries recruit human resources managers. The most important part of recruitment is interview, which reflects the company's human resource management level. The interview is actually a battle. Let's take a look at how professional HR managers fight this battle: (1) Never fight an unprepared battle, so be prepared before the interview, mainly including company profile (company nature, scale, registered capital, sales volume, number of personnel, business scope, company history or development history, performance and company affiliation), company industry and market segments, and yourself. All necessary documents, such as ID card, resume, education certificate and qualification certificate, should be brought. You can prepare the answers to some questions in advance, and the professional ones are not difficult to deal with. Again, ordinary interviews, especially non-professional interviews, are useless for recruiting human resource managers, because those platitudes of 3-5 years career planning are not difficult for professional human resource managers at all. Only insiders can find the problem, which is a battle between preparation and counter-preparation. For example, the above-mentioned parent company human resources manager or human resources director ("senior expert") recruits subsidiary human resources managers ("professional entry-level or intermediate"). (2) If facing an expert, he will adopt a professional structured or semi-structured interview, and the questions he asks are generally behavioral performance, because past behavior can predict the future. The principle followed is STAR, that is, situation, goal, action and result. The more professional you are, the more you can ask questions and find loopholes in the other person, that is, the applicant "doesn't want to say" or finds contradictions (lies) in the other person; The more professional you are, the more you can find real peers, not people with work experience but no ability; The more professional you are, the more professional your nonverbal expression will be. You can tell by gestures, nods and eyes. The more professional you are, the more you can dominate the interview, control the pace and time of the interview, and praise each other, such as "you are eloquent." If it is non-professional, it is often a white question and answer for the recruiter, and the candidate is very easy to prepare. For example, please talk about your team spirit, which is just like writing a paper, and you can hardly ask for "results". The skills of recruiters are not as high as those of applicants. What else can you recruit? (3) Professional interviews usually take 30 minutes to an hour, and general recruiters should leave candidates 10- 15 minutes to ask questions. Unprofessional recruiters basically don't leave any time for candidates, and often say that they will go home and wait for notice. Professional recruiters will shake hands with candidates to say goodbye, express friendly thanks, and tell them how many days to reply, as well as recruitment process arrangements, such as the time and place of the second interview. When sending away candidates, professionals will say "Even if the interview is unsuccessful, we will …" (4) During professional interviews, the recruiter usually takes notes, mainly to record the prepared questions, stories and other factual answers are not direct judgments. Professional recruiters don't make a decision on the spot, but wait for all the people to make an analysis and try to figure it out before making a decision. (5) In the interview for the HR manager, in fact, for professional candidates, loopholes can be found from the beginning, even "your question is too unprofessional. If someone asks me, I will ask such a question ... ". For those non-professional interviews, the recruiter will be led by the applicant. (6) If you can look at the interviewer's preparation materials, the professional human resources manager can find out many problems and omissions. Isn't it interesting? (7) The interview of the HR manager is arranged on weekends, and unprofessional interviews are arranged from Monday to Friday. But think about it, if the top management of the recruiter knows that the HR manager of the recruiter is going to resign and go out for an interview, how will the boss of this enterprise react? (8) The professional interview environment is relatively quiet. When the applicant enters the door, he will say hello, exchange a few pleasantries and shake hands to show respect and friendship. There are also many unprofessional interview environments, and professional candidates will definitely find many loopholes. Iv. the applicant's strategy 1. As a professional human resource manager, he can take a very direct approach when applying for a job, that is, directly point out the problems of the recruiter from the beginning, such as job advertisements, interview environment, whether the interviewer is professional and so on. If you come straight to the point, you can directly show that if you can't find out the problems existing in the human resource management of the recruiting company and put forward reasonable solutions and implement them, then you will never apply for this position. 2. If you meet experts (there are not many in China), you have to rely on your real skills. If you can't answer, you can't make it up, because you will be "questioned to death." It is suggested that insider-to-insider communication can be adopted. If the atmosphere is harmonious, you can even discuss how to manage human resources well and help recruiters recruit others. Of course, this is a bit outrageous, but it is really an expert's skill.

Satisfied, please adopt.